The influence of public management and the introduction of quality management, with the successive reforms of Moroccan public administration, have accelerated the transposition of new tools and management practices from the private to publicsector. The experiences of Moroccan local communes in implementing quality approaches in their management style are too limited. With the large yards restructuring and the new constitution, the powers of municipalities are expanding, and the process of decentralization hasin creased to give more track maneuver to local communities. In this context, the role of leaders (administrative directors) had been dominant in the layout and ownership of quality initiatives in the Moroccan local commune’s process. Through this brief, we address the problems related to the reasons that impede the implementation of quality management in Moroccan local authorities and their appropriation by the leaders. To do this, we first carried out a literature review on our subject to shed light on the key concepts and theoretical foundations, then to treat the empirical part through a semi-qualitative approach carried out in a Moroccan city based on common interview guidelines with the heads of divisions.
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